lesson 12 chap017
TRANSCRIPT
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ManagingTechnolo
gyand
Innovation
ChapterSeventeen
McGraw-Hill/Irwin Copyright 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Learning Objectives
LO 1List the types of processes that spurdevelopment of new technologies.
LO 2Describe how technologies proceed
through a life cycle.LO 3Discuss ways to manage technology
for competitive advantage.
LO 4Summarize how to assess technologyneeds.
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Learning Objectives (cont.)
LO 5 Identify alternative methods of
pursuing technological innovation.
LO 6 Define key roles in managingtechnology.
LO 7 Describe the elements of an innovative
organization.
LO 8List characteristics of successful
development projects.
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Technology and Innovation
Technology
The systematicapplication of
scientificknowledge to anew product,process, or
service.
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Technology and Innovation
Innovation
change in method or technology
positive, useful departure from previous
ways of doing things.
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Forces Driving TechnologicalDevelopment
1. Must be a need, ordemand, for thetechnology
2.Meeting the need must be theoretically
possible, and the knowledge to do so
must be available from basic science
3. Must be able to convert the scientificknowledge into practice in both
engineering and economic terms
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Forces Driving TechnologicalDevelopment
4. The funding, skilled labor, time, space,and other resources needed to develop
the technology must be available
5. Entrepreneurial initiative is needed toidentify and pull all the necessary
elements together.
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Technology Life Cycle
Technology life cycle
A predictable pattern followed by a
technological innovation, from its inception
and development to market saturation andreplacement.
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The Technology Life Cycle
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Figure 17.1
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Technology DisseminationPattern and Adopter Categories
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Figure 17.2
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Diffusion of TechnologicalInnovations
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Diffusion of TechnologicalInnovations
An innovation will spread quickly if it
Has a great advantage over its predecessor
Is compatible with existing systems,
procedures, infrastructures, and ways of
thinking
Has less rather than greater complexity
Can be tried and tested easily withoutsignificant cost or commitment
Can be observed and copied easily
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Technological Innovation in aCompetitive Environment
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van ages an sa van agesof
Technology Leadership
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Table 17.1
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Technology Followership
A managers decision on when to adopt
new technology also depends on the
potential benefits of the new technology,
as well as the organizations technologyskills
Following the technology leader can save
development expense
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ynam c orces o aTechnologys Competitive
Impact
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Figure 17.3
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Assessing Technology Needs
Technology audit
Process ofclarifying the key
technologies onwhich anorganizationdepends
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Measuring CurrentTechnologies
Emerging
technologies are
still under
development andthus are unproved
Pacing
technologies have
yet to prove their full
value but have thepotential to alter the
rules of competition
by providing
significant
advantage
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Measuring CurrentTechnologies
Key technologies
have proved
effective, but they
also provide astrategic advantage
because not
everyone uses them
Base technologies
are those that are
commonplace in the
industry; everyonemust have them to
be able to operate
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Assessing ExternalTechnological Trends
Scanning
focuses on what can be done and what is
being developed
places greater emphasis on identifying and
monitoring the sources of new technologies
for an industry
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Key Factors to Consider inTechnology Decisions
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Framing Decisions aboutTechnological Innovation
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Table 17.2
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Sourcing and Acquiring NewTechnologies
Make-or-buy decision
The question an organization asks itself
about whether to acquire new technology
from an outside source or develop it itself.
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Sourcing and Acquiring NewTechnologies
Internal
development
Purchase
Contracted
development
Licensing
Technology trading
Research
partnerships and
joint ventures
Acquisition of the
owner of the
technology
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Sourcing and Acquiring NewTechnologies
Managers should ask the following basicquestions:
1. Is it important (and possible) in termsofcompetitive advantage that thetechnology remain proprietary?
2. Are the time, skills, and resources forinternal development available?
3. Is the technology readily availableoutside the company?
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Technology AcquisitionOptions
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Figure 17.4
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Technology and ManagerialRoles
Chief information officer (CIO)
executive in charge of information
technology strategy and development.
coordinates the technological efforts of the
various business units
identifies ways that technology can support
the companys strategy supervises new-technology development
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h l d i l
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Technology and ManagerialRoles
Technical innovator
A person who develops a new technology or
has the key skills to install and operate the
technology
Product champion
A person who promotes a new technology
throughout the organization in an effort toobtain acceptance of and support for it.
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h l d i l
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Technology and ManagerialRoles
Executive
champion
An executive who
supports a newtechnology andprotects theproduct champion
of the innovation.
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Organizing for Innovation
Unleashing creativity involves
encouraging creativity and celebrating
failure
Bureaucracy busting is necessary
because bureaucracy is the enemy of
innovation
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3M R l f
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3Ms Rules for anInnovative Culture
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Table 17.3
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Organizing for Innovation
Development project
A focused organizational effort to create a
new product or process via technological
advances
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Organizing for Innovation
Sociotechnical systems
An approach to job design that attempts to
redesign tasks to optimize operation of a
new technology while preserving employeesinterpersonal relationships and other human
aspects of the work
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ompensa on rac ces n
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ompensa on rac ces nTraditional and Advanced
Manufacturing Firms
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Table 17.4